Change Management Approaches & Levers

Which of the following best describes the role of a 'change agent network' within an organisation?

• A The IT helpdesk team
• B A group of external auditors checking the finances
• C A distributed group of individuals who help champion and embed the change locally ✓
• D A single senior sponsor acting alone

Answer: A change agent network is a distributed group of people across the organisation who advocate for, support and help embed the change within their local areas.

In Lewin's force field analysis, which action is most likely to make change easier to achieve?

• A Reducing or removing the restraining forces ✓
• B Increasing the restraining forces
• C Ignoring both driving and restraining forces
• D Removing all driving forces

Answer: Force field analysis suggests that reducing restraining forces is often more effective and sustainable than simply increasing driving forces, as it lowers resistance.

The ADKAR model describes the building blocks an individual needs to make a change successfully. What does the 'A' (the first element) stand for?

• A Acceptance
• B Ability
• C Action
• D Awareness ✓

Answer: ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement; the first building block is Awareness of the need for change.

Which of the following is a recognised 'lever' that change practitioners can use to influence behaviour and embed change?

• A Ignoring organisational culture
• B Removing all training
• C Aligning reward and recognition systems with the desired behaviours ✓
• D Avoiding leadership involvement

Answer: Aligning rewards, recognition and other systems with desired behaviours is a key lever for reinforcing and embedding change.

In a change initiative, what is the primary role typically expected of the 'sponsor'?

• A To resist the change on behalf of staff
• B To deliver all training sessions personally
• C To perform the day-to-day administrative tasks
• D To provide visible leadership, authority and resources to back the change ✓

Answer: The sponsor provides visible, active leadership, secures resources and uses their authority to champion and legitimise the change across the organisation.

Which approach to managing resistance is generally considered most constructive?

• A Dismissing all resistance as irrational
• B Punishing anyone who voices concerns
• C Hiding information from those who resist
• D Understanding the underlying causes of resistance and addressing them ✓

Answer: Treating resistance as useful information and seeking to understand and address its root causes is more constructive than dismissing or suppressing it.